Where We Are Now

Scheduling Resources and Costs

CHAPTER EIGHT

Student Version

Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill/Irwin

8–2

Where We Are NowWhere We Are Now

8–3

The Resource ProblemThe Resource Problem

• Resources and Priorities–Project network times are a schedule

until resources have been assigned.•The implicit assumption is that resources will be

available in the required amounts when needed.•Adding new projects requires making realistic

judgments of resource availability and project durations.

–Cost estimates are not a budget until they have been time-phased.

8–4

The Resource Problem (cont’d)The Resource Problem (cont’d)

• Resource Smoothing (or Leveling)–Involves attempting to even out varying demands

on resources by using slack (delaying noncritical activities) to manage resource utilization when resources are adequate over the life of the project.

• Resource-Constrained Scheduling–The duration of a project may be increased by

delaying the late start of some of its activities if resources are not adequate to meet peak demands.

8–5

Types of Project ConstraintsTypes of Project Constraints

• Technical or Logic Constraints– Constraints related to the networked sequence

in which project activities must occur.

• Physical Constraints– Activities that cannot occur in parallel or are affected by

contractual or environmental conditions.

• Resource Constraints– The absence, shortage, or unique interrelationship and interaction

characteristics of resources that require a particular sequencing of project activities

– Types of Resource Constraints• People, • materials, • equipment

Constraint ExamplesConstraint Examples

FIGURE 8.1

A Third Constraint: PhysicalA Third Constraint: Physical

Types of Resource ConstraintsTypes of Resource Constraints

• People

• Materials

• Equipment

• Working Capital

8–9

Classification of the Scheduling ProblemClassification of the Scheduling Problem

• Time-Constrained Project–Must be completed by an imposed date.

•Time is fixed, resources are flexible: additional resources are required to ensure project meets schedule.

• Resource-Constrained Project–Is one in which the level of resources available

cannot be exceeded.•Resources are fixed, time is flexible: inadequate

resources will delay the project.

8–10

Resource Allocation AssumptionsResource Allocation Assumptions

• Limiting Assumptions–Splitting activities is not allowed

•once an activity is start, it is carried to completion.

–Level of resources used for an activity cannot be changed.

• Risk Assumptions–Activities with the most slack pose the least risk.–Reduction of flexibility does not increase risk.–The nature of an activity (easy, complex) doesn’t

increase risk.

8–11

Resource Allocation Methods (cont’d)Resource Allocation Methods (cont’d)

• Time-Constrained Projects–Must be completed by an imposed date.

–Require use of leveling techniques that focus on balancing or smoothing resource demands.

–Use positive slack (delaying noncritical activities) to manage resource utilization over the duration of the project.

•Peak resource demands are reduced.•Resources over the life of the project are reduced.•Fluctuation in resource demand is minimized.

Botanical GardenBotanical Garden

FIGURE 8.2

Botanical Garden (cont’d)Botanical Garden (cont’d)

FIGURE 8.2 (cont’d)

8–14

Resource Allocation Methods (cont’d)Resource Allocation Methods (cont’d)

• Resource Demand Leveling Techniques for Time-Constrained Projects–Advantages

• Peak resource demands are reduced.• Resources over the life of the project are

reduced.• Fluctuation in resource demand is minimized.

–Disadvantages

• Loss of flexibility that occurs from reducing slack.• Increases in the criticality of all activities.

8–15

Resource Allocation Methods (cont’d)Resource Allocation Methods (cont’d)

• Resource-Constrained Projects– Resources are limited in quantity or availability.– Activities are scheduled using heuristics

(rules-of-thumb) that focus on:1. Minimum slack2. Smallest (least) duration3. Lowest activity identification number

– The parallel method is used to apply heuristics• An iterative process starting at the first time period

of the project and scheduling period-by-period the start of any activities using the three priority rules.

Resource-Constrained Schedule Resource-Constrained Schedule through Period 2through Period 2–3–3

FIGURE 8.3

Resource-Constrained Schedule Resource-Constrained Schedule through Period 2through Period 2–3–3

FIGURE 8.3 (cont’d)

ES resource load chartES resource load chart

Resource-Constrained Schedule Resource-Constrained Schedule through Period 2through Period 2–3–3

FIGURE 8.3 (cont’d)

Resource-constrained schedule through period 2–3Resource-constrained schedule through period 2–3

Resource-Constrained Schedule Resource-Constrained Schedule through Period 5through Period 5–6–6

FIGURE 8.4

Resource-constrained schedule through period 5–6Resource-constrained schedule through period 5–6

Resource-Constrained Schedule Resource-Constrained Schedule through Period 5through Period 5–6–6

FIGURE 8.4 (cont’d)

Final resource-constrained scheduleFinal resource-constrained schedule

Resource-Constrained Schedule Resource-Constrained Schedule through Period 5through Period 5–6–6

FIGURE 8.4 (cont’d)New, resource-constrained networkNew, resource-constrained network

The Impacts of Resource-The Impacts of Resource-Constrained SchedulingConstrained Scheduling

• Reduces delay but reduces flexibility• Increases sensitivity of the network • Increases scheduling complexity• May make traditional critical path no longer

meaningful• Can break sequence of events• May cause parallel activities to become sequential

and critical activities with slack to become noncritical

Splitting/MultitaskingSplitting/Multitasking

• Splitting/Multitasking–A scheduling technique use to get a better project

schedule and/or increase resource utilization•Involves interrupting work on an activity to employ the

resource on another activity, then returning the resource to finish the interrupted work

•Is feasible when startup and shutdown costs are low•Is considered the major reason why projects fail to meet

schedule

Splitting/MultitaskingSplitting/Multitasking

FIGURE 8.10

Assigning Project WorkAssigning Project Work

• Factors to Consider in Assigning Work:–Don’t always pick the same people for the toughest

assignments.–Choose people with an eye to fostering their

development through participation on the project.–Pick people with compatible work habits and

personalities but who complement each other.–Team-up veterans with new hires to share experience

and socialize newcomers into the organization.–Select people who may need to learn work together on

later stages of the project or other projects.

Multiproject Resource SchedulesMultiproject Resource Schedules• Multiproject Scheduling Problems

–Overall project slippage•Delay on one project creates delays for other projects.

–Inefficient resource application•The peaks and valleys of resource demands create scheduling problems and delays for projects.

–Resource bottlenecks•Shortages of critical resources required for multiple projects cause delays and schedule extensions.

Multiproject Resource SchedulesMultiproject Resource Schedules• Managing Multiproject Scheduling

–Create project offices or departments to oversee the scheduling of resources across projects.

–Use a project priority queuing system: first come, first served for resources.

–Centralize project management: treat all projects as a part of a “megaproject.”

–Outsource projects to reduce the number of projects handled internally.

Creating a Time-Phased BudgetCreating a Time-Phased Budget

Creating a Time-Phased Budget (cont’d)Creating a Time-Phased Budget (cont’d)

Creating a Time-Phased Budget (cont’d)Creating a Time-Phased Budget (cont’d)

Creating a Time-Phased Budget (cont’d)Creating a Time-Phased Budget (cont’d)

Creating a Time-Phased Budget Creating a Time-Phased Budget (cont’d)(cont’d)

Monthly Cash Flow StatementMonthly Cash Flow Statement

Resource Usage TableResource Usage Table

8–35

Key TermsKey Terms

Heuristic

Planned value (PV)

Resource-constrained projects

Smoothing

Splitting

Time-constrained projects

Time-phased budget baseline